M.H. van Dijke (Marius)http://repub.eur.nl/ppl/14502/
List of Publicationsenhttp://repub.eur.nl/eur_signature.pnghttp://repub.eur.nl/
RePub, Erasmus University RepositoryUnderstanding Immoral Conduct in Business Settings: A Behavioural Ethics Approachhttp://repub.eur.nl/pub/77239/
Fri, 19 Dec 2014 00:00:01 GMT<div>M.H. van Dijke</div>
__Abstract__
In the past decades, the world has observed a large variety of business scandals, such as those at ENRON, WorldCom, AHOLD, Lehman Brothers, and News of the World. These scandals caused economic damage and undermined the trust that governments, shareholders, and citizens have in the corporate and financial world. In response, the scientific study of moral and immoral conduct of organizational managers and employees - referred to as “behavioral ethics” - has rapidly grown into an accepted field of scientific enquiry. In this inaugural address, I distinguish behavioral ethics from traditional philosophical views of business ethics, and present a brief overview of the history and the current status of the field. I illustrate how progress can be made in the field of behavioral ethics using examples from my own research in the areas of organizational justice, ethical leadership, and power / hierarchy. I then present a research program that addresses some critical limitations of the field. I close by addressing how insights from behavioral ethics research can be made more practically relevant by integrating them in the curricula of business schools and by applying them to design interventions aimed at improving the moral conduct of organizational managers and employees.Your cocoon dictates what's good or badhttp://repub.eur.nl/pub/76901/
Tue, 30 Sep 2014 00:00:01 GMT<div>M.H. van Dijke</div>
Bankers’ bonuses continue to receive plenty of criticism; many people call them unethical. Most people find it difficult to understand why bankers keep on giving themselves more money when banking was the sector that was blamed for the financial crisis. But bankers don’t seem to mend their ways.
This makes us wonder: how do bankers accept their bonuses without feeling they have done something completely unethical? Why do they see salary issues in such a different way to the general public? It can be traced back to one simple word, says RSM’s professor of behavioural ethics. He says it’s our personal ‘cocoon’.Forecasting Errors in the Averseness of Apologizinghttp://repub.eur.nl/pub/76780/
Sun, 27 Jul 2014 00:00:01 GMT<div>J.M. Leunissen</div><div>D. de Cremer</div><div>M.H. van Dijke</div><div>C.P. Reinders Folmer</div>
Apologizing is often seen as the appropriate response after a transgression for perpetrators. Yet, despite the positive effects that apologies elicit after situations of conflict, they are not always delivered easily. We argue that this is due-at least in part-to perpetrators overestimating the averseness of apologizing, thus committing a forecasting error. Across two laboratory experiments and one autobiographical recall study, we demonstrate that perpetrators overestimate the averseness they will experience when apologizing compared to the averseness they experience when they actually apologize. Moreover, we show that this effect is driven by a misconstrual of the effects of an apology. Perpetrators overestimate the potentially negative effects of apologizing while simultaneously underestimating the potentially positive effects of apologizing. This forecasting error may have a negative effect on the initiation of the reconciliation process, due to perpetrators believing that apologizing is more averse than it actually is.What value ethical leadership?http://repub.eur.nl/pub/77104/
Sun, 01 Jun 2014 00:00:01 GMT<div>M.H. van Dijke</div><div>S.R. Giessner</div><div>R.J.M. van Tulder</div><div>R. Gilbert</div>
What is ethical leadership? What are the benefits of developing an
ethical culture within an organisation? And how can leaders implement such a culture? These are just some of the issues that are discussed in the second RSM Discovery debate.RSM Discovery Debate: Ethical Leadershiphttp://repub.eur.nl/pub/51412/
Mon, 26 May 2014 00:00:01 GMT<div>R.J.M. van Tulder</div><div>M.H. van Dijke</div><div>S.R. Giessner</div>
Ethical leadership is considered to be a nourishment for sustained corporate success. These leaders are full of zeal for open and contentious debate, are active in decision-making processes, and are committed to planning for succession. What’s not to like? But is it possible to be an ethical leader in today’s shareholder-focused economy?
RSM’ Steffen Giessner, Rob van Tulder and Marius van Dijke take a look at ethical leadership from HR, CEO and ethics points of view, in the second RSM Discovery Debate.Using Self-Definition to Predict the Influence of Procedural Justice on Organizational-, Interpersonal-, and Job/Task-Oriented Citizenship Behaviorhttp://repub.eur.nl/pub/26031/
Sat, 01 Mar 2014 00:00:01 GMT<div>L. Brebels</div><div>D. de Cremer</div><div>M.H. van Dijke</div>
__Abstract__
An integrative self-definition model is proposed to improve our understanding of how procedural
justice affects different outcome modalities in organizational behavior. Specifically, it
is examined whether the strength of different levels of self-definition (collective, relational,
and individual) each uniquely interact with procedural justice to predict organizational,
interpersonal, and job/task-oriented citizenship behaviors, respectively. Results from experimental
and (both single and multisource) field data consistently revealed stronger procedural
justice effects (1) on organizational-oriented citizenship behavior among those who define
themselves strongly in terms of organizational characteristics, (2) on interpersonal-oriented
citizenship behavior among those who define themselves strongly in terms of their interpersonal
relationships, and (3) on job/task-oriented citizenship behavior among those who define
themselves weakly in terms of their distinctiveness or uniqueness. We discuss the relevance of these results with respect to how employees can be motivated most effectively in organizational
settings.Willing and Able: Action-State Orientation and the relation between Procedural Justice and Employee Cooperationhttp://repub.eur.nl/pub/51619/
Sat, 01 Mar 2014 00:00:01 GMT<div>M.H. van Dijke</div><div>D. de Cremer</div><div>L. Brebels</div><div>N. van Quaquebeke</div>
__Abstract__
Existing justice theory explains why fair procedures motivate employees to adopt cooperative goals, but it fails to explain how employees strive toward these goals. We study self-regulatory abilities that underlie goal striving, abilities that should thus affect employees¿ display of cooperative behavior in response to procedural justice. Building on action control theory, we argue that employees who display effective self-regulatory strategies (action-oriented employees) display relatively strong cooperative behavioral responses to fair procedures. A multisource field study and a laboratory experiment support this prediction. A subsequent experiment addresses the process underlying this effect by explicitly showing that action orientation facilitates attainment of the cooperative goals that people adopt in response to fair procedures, thus facilitating the display of actual cooperative behavior. This goal striving approach better integrates research on the relationship between procedural justice and employee cooperation in the self-regulation and the work motivation literature. It also offers organizations a new perspective on making procedural justice effective in stimulating employee cooperation by suggesting factors that help employees reach their adopted goals.Erratum to Being "in Control" May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior (J Bus Ethics, 10.1007/s10551-013-1686-2)http://repub.eur.nl/pub/76229/
Wed, 01 Jan 2014 00:00:01 GMT<div>A. Joosten</div><div>M.H. van Dijke</div><div>A. van Hiel</div><div>D. de Cremer</div>
Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulationhttp://repub.eur.nl/pub/76490/
Wed, 17 Jul 2013 00:00:01 GMT<div>A. Joosten</div><div>M.H. van Dijke</div><div>A. van Hiel</div><div>D. de Cremer</div>
Studies in the behavioral ethics and moral psychology traditions have begun to reveal the important roles of self-related processes that underlie moral behavior. Unfortunately, this research has resulted in two distinct and opposing streams of findings that are usually referred to as moral consistency and moral compensation. Moral consistency research shows that a salient self-concept as a moral person promotes moral behavior. Conversely, moral compensation research reveals that a salient self-concept as an immoral person promotes moral behavior. This study's aim was to integrate these two literatures. We argued that compensation forms a reactive, "damage control" response in social situations, whereas consistency derives from a more proactive approach to reputation building and maintenance. Two experiments supported this prediction in showing that cognitive depletion (i.e., resulting in a reactive approach) results in moral compensation whereas consistency results when cognitive resources are available (i.e., resulting in a proactive approach). Experiment 2 revealed that these processes originate from reputational (rather than moral) considerations by showing that they emerge only under conditions of accountability. It can thus be concluded that reputational concerns are important for both moral compensation and moral consistency processes, and that which of these two prevails depends on the perspective that people take: a reactive or a proactive approach.When do leaders grant voice? How leaders' perceptions of followers' control and belongingness needs affect the enactment of fair procedureshttp://repub.eur.nl/pub/77793/
Mon, 01 Jul 2013 00:00:01 GMT<div>N. Hoogervorst</div><div>D. de Cremer</div><div>M.H. van Dijke</div>
__Abstract__
Theories that explain employees' positive emotional, cognitive, and behavioral responses to fair procedures rely on control and relational processes. In the present study, we build on these models, but reverse this perspective to examine when leaders provide voice opportunities in their interactions with employees. We argued that leaders may take care of employees' perceived individual control needs (which influence their own outcomes) by granting them voice. However, this will be the case particularly when leaders perceive that this employee also wants to belong to the organization, because this makes it more likely that employees will use their voice in a way that does not hurt the organization's interest. Support for this predicted interaction effect was found in a laboratory experiment and a multisource field study. This research is among the first to identify factors that influence whether leaders will be more likely to act fairly, thus integrating procedural justice processes in the leadership literature.Can a leader be seen as too ethical? The curvilinear effects of ethical leadershiphttp://repub.eur.nl/pub/40627/
Tue, 25 Jun 2013 00:00:01 GMT<div>J. Stouten</div><div>M.H. van Dijke</div><div>D.M. Mayer</div><div>D. de Cremer</div><div>M.C. Euwema</div>
Ethical leadership predicts important organizational outcomes such as decreased deviant and increased organizational citizenship behavior (OCB). We argued that due to the distinct nature of these two types of employee behaviors, ethical leadership decreases deviance in a linear manner (i.e., more ethical leadership leading to less deviance), but we expected ethical leadership to reveal a curvilinear relationship with respect to OCB. Specifically, we expected that, at lower levels, ethical leadership promotes OCB. However, at high levels, ethical leadership should lead to a decrease in these behaviors. We also examined a mechanism that explains this curvilinear pattern, that is, followers' perceptions of moral reproach. Our predictions were supported in three organizational field studies and an experiment. These findings offer a better understanding of the processes that underlie the workings of ethical leadership. They also imply a dilemma for organizations in which they face the choice between limiting deviant employee behavior and promoting OCB. The apology mismatch: Asymmetries between victim's need for apologies and perpetrator's willingness to apologizehttp://repub.eur.nl/pub/76609/
Wed, 01 May 2013 00:00:01 GMT<div>J.M. Leunissen</div><div>D. de Cremer</div><div>C.P. Reinders Folmer</div><div>M.H. van Dijke</div>
Although previous research on apologies has shown that apologies can have many beneficial effects on victims' responses, the dyadic nature of the apology process has largely been ignored. As a consequence, very little is known about the congruence between perpetrators' willingness to apologize and victims' willingness to receive an apology. In three experimental studies we showed that victims mainly want to receive an apology after an intentional transgression, whereas perpetrators want to offer an apology particularly after an unintentional transgression. As expected, these divergent apologetic needs among victims and perpetrators were mediated by unique emotions: guilt among perpetrators and anger among victims. These results suggest that an apology serves very different goals among victims and perpetrators, thus pointing at an apology mismatch.Being "in Control" May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behaviorhttp://repub.eur.nl/pub/39698/
Mon, 25 Mar 2013 00:00:01 GMT<div>A.M.S. Joosten</div><div>M.H. van Dijke</div><div>A. van Hiel</div><div>D. de Cremer</div>
In the present article, we argue that the constant pressure that leaders face may limit the willpower required to behave according to ethical norms and standards and may therefore lead to unethical behavior. Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior. A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors among leaders who are low in moral identity. No such effect was found among leaders with a high moral identity. This study extends our knowledge on why organizational leaders do not always conform to organizational goals. Specifically, we argue that the hectic and fragmented workdays of leaders may increase the likelihood that they violate ethical norms. This highlights the necessity to carefully schedule tasks that may have ethical implications. Similarly, organizations should be aware that overloading their managers with work may increase the likelihood of their leaders transgressing ethical norms. A broader perspective: Harmonizing leadership activitieshttp://repub.eur.nl/pub/40122/
Tue, 01 Jan 2013 00:00:01 GMT<div>M.H. van Dijke</div>
The role of affect in the relationship between distributive justice expectations and applicants' recommendation and litigation intentionshttp://repub.eur.nl/pub/38075/
Sat, 01 Dec 2012 00:00:01 GMT<div>B. Geenen</div><div>K. Proost</div><div>M.H. van Dijke</div><div>K. de Witte</div><div>J. von Grumbkow</div>
This paper examined the moderating role of positive and negative affect in the relationship between distributive justice expectations and applicants' intentions to recommend the organization or to litigate. Specifically, it was suggested and supported in two samples of, respectively, 1,409 and 486 applicants, that the positive relationship between distributive justice expectations and recommendation intentions was stronger for applicants high in positive affect. In the second sample, it was further found that the negative relationship between distributive justice expectations and litigation intentions was stronger among applicants high in negative affect. This research is the first to identify the distinct roles of positive and negative affect in shaping responses to expectations of (un)fairness in the personnel selection literature. Theoretical and practical implications are discussed. Voices: Sorry Limitedhttp://repub.eur.nl/pub/37772/
Sat, 01 Sep 2012 00:00:01 GMT<div>D. de Cremer</div><div>J.M. Leunissen</div><div>C.R. Folmer</div><div>M.H. van Dijke</div>
Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performancehttp://repub.eur.nl/pub/37816/
Sat, 01 Sep 2012 00:00:01 GMT<div>M.H. van Dijke</div><div>M.L. van Engen</div><div>D.L. van Knippenberg</div>
Conventional wisdom in the diversity literature holds that job-related dimensions of diversity are the domain of positive performance, whereas demographic dimensions of diversity are the domain of negative performance effects. In a meta-analysis (N=146 studies, 612 effect sizes), we show that this conclusion may be based on rater biases; it does not apply to studies involving more objective assessments of performance, assessments that cannot be influenced by knowledge of a team's composition. We also show that the influence of job-related diversity is moderated by task complexity and that job-related diversity is more positively related to innovative performance than to in-role performance. We discuss how these results invite a reconsideration of the role of the job-related/demographic diversity distinction and provide suggestions on how to further advance our understanding of diversity's effects. Dirty Hands Make Dirty Leaders?! The Effects of Touching Dirty Objects on Rewarding Unethical Subordinates as a Function of a Leader's Self-Interesthttp://repub.eur.nl/pub/38073/
Thu, 28 Jun 2012 00:00:01 GMT<div>F.M. Cramwinckel</div><div>D. de Cremer</div><div>M.H. van Dijke</div>
We studied the role of social dynamics in moral decision-making and behavior by investigating how physical sensations of dirtiness versus cleanliness influence moral behavior in leader-subordinate relationships, and whether a leader's self-interest functions as a boundary condition to this effect. A pilot study (N = 78) revealed that when participants imagined rewarding (vs. punishing) unethical behavior of a subordinate, they felt more dirty. Our main experiment (N = 96) showed that directly manipulating dirtiness by allowing leaders to touch a dirty object (fake poop) led to more positive evaluations of, and higher bonuses for, unethical subordinates than touching a clean object (hygienic hand wipe). This effect, however, only emerged when the subordinate's unethical behavior did not serve the leader's own interest. Hence, subtle cues such as bodily sensations can shape moral decision-making and behavior in leader-subordinate relationships, but self-interest, as a core characteristic of interdependence, can override the influence of such cues on the leader's moral behavior. When do leaders sacrifice?. The effects of sense of power and belongingness on leader self-sacrificehttp://repub.eur.nl/pub/34906/
Wed, 27 Jun 2012 00:00:01 GMT<div>N. Hoogervorst</div><div>D. de Cremer</div><div>M.H. van Dijke</div><div>D.M. Mayer</div>
Past research on leader self-sacrifice has focused entirely on the effects of this leader behavior on followers and its implications for organizations. The present research focused on antecedents of leader self-sacrifice. We argued that self-sacrifice is positively influenced by leaders' sense of belongingness to the group they supervise. Furthermore, leaders' subjectively sensed power can serve as a moderator of this effect. We expected this because a high sense of power is known to facilitate goal pursuit. Given that organizational goals often prescribe serving the interests of the organization, leaders' sense of belongingness should promote self-sacrifice particularly among leaders low in subjective power; leaders high in subjective power should display self-sacrifice regardless of their sense of belongingness. Two field studies supported these predictions. A final experiment supported a critical assumption underlying our argument in showing that the sense of power × sense of belongingness interaction is restricted to situations that prescribe cooperative goals. When situations prescribe competitive goals, this interaction was absent. Ethical leadership: An overview and future perspectiveshttp://repub.eur.nl/pub/37960/
Mon, 14 May 2012 00:00:01 GMT<div>J. Stouten</div><div>M.H. van Dijke</div><div>D. de Cremer</div>